Showing up in Mentorship Relationships
I first joined the mentorship program after moving to Alberta, with 1 year of HR experience under my belt. I was about to join a small, family run business as an HR department of 1. I felt nervous and filled with imposter syndrome when I came across the CPHR Mentorship program.
My mentor helped me build and develop the skills and confidence to master that role because we built and strengthened our relationship over time.
Fast forward 8 years and I finally felt in a place ready to give back to the community that has given so much to me, I signed up to be a mentor. I was enthusiastic about the opportunity to share and impart my wisdom and learned experiences with someone else. It felt important to me, but unfortunately, my first formal foray into mentorship was not what I expected. My protege lacked drive and initiative, they were disengaged and failed to prioritize the relationship, and there were times there was no communication at all.
Being in a successful and gratifying mentorship relationship is something that takes dedication. It does not occur by happenstance, rather commitment from both parties. The output is only ever as good as the input, before we commit to a mentorship relationship, whether as a protege or mentor, it is imperative that we set a foundation. In the same way we have expectations of our colleagues or bosses in the workplace, we need to have transparency to understand what each party hopes to obtain out of the relationship, what is their goal.
So how do we create and build strong mentoring relationships?
- Communicate, be honest & transparent. This should come as no surprise, but the foundation of any good relationship is communicating, and doing so openly. When you initiate your mentorship, in your first meeting you should discuss how you want to communicate (be that text message, email, phone call), how frequently you intend on communicating and meeting, will you meet in person, or virtually? If something isn’t working, or you have an emergency that arises, it should go without saying that you need to actively communicate that with the other person.
(It’s important to note that within the CPHR Alberta Mentorship Guidelines, it is the responsibility of the Mentee to initiate and take the lead with setting up meetings and communication. ) - Do your homework. Come prepared to your meetings, time is precious and each person is taking time out of their day to participate. To ensure you get the most out of the relationship, provide your mentor with questions or problems ahead of your meeting so they have an opportunity to prepare. Most meetings you attend at work have an agenda assigned beforehand, your mentorship should be no different, at least in the beginning.
- Be respectful. Everyone gets it, life can happen, sometimes we can no longer meet our commitment, our schedule changes, however just as you would in the workplace or meeting a friend for coffee, if you won’t be attending, you need to actively communicate and let the other person know.
- Recognize privilege. This year CPHR Alberta had 113 applicants sign up to be a protege, and only 87 number of individuals to be mentors. This meant in the most recent cycle 23 % of individuals went unmatched. It’s important to realize that being part of a mentorship program is a privilege, we need to make sure we are respecting people's time, and if we aren’t valuing the experience, then we should afford others the opportunity who really do want to be there.
While my first time as a mentor may not have gone as planned, I’m still eager to get back out there and share my expertise with otherwise. One negative experience, shouldn’t keep others from benefiting from the CPHR Mentorship program.
Have a mentorship story you’d like to share? Interested in participating and learning more about the CPHR Mentorship?
Please reach out to Lynda Bergeron at
lbergeron@cphrab.ca
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions. These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth.
